Culture organisationnelle

Why organisations work with Adam Kingl A decade-plus of original research into how Generation Y expects to work and be led, conducted while at London Business School and Duke Corporate Education, now applied to advising boards on talent and culture strategy. Author of two books from mainstream business publishers (Next Generation Leadership with HarperCollins, Sparking Success with Kogan Page), the second shortlisted for the Business Book Awards 2024 in the Smart Thinking category. Primary research inside the creative industries (Carnegie Hall, Disney Imagineering, Broadway theatre, the writers’ room of Friends) translated into leadership practice for companies including Pixar, Panasonic, Bosch and Netflix. Very few leadership speakers work from that source base. Adjunct teaching at UCL School of Management, Hult Ashridge, Imperial College Business School and the Møller Institute at Churchill College, Cambridge. These appointments come through competitive academic review and carry live executive programme responsibility. A decade as Executive Director of Thought Leadership at London Business School and Regional Managing Director (Europe) at Duke Corporate Education. He has designed and run executive development at scale, which shapes how he reads a boardroom. Biography highlights Author of Next Generation Leadership (HarperCollins, 2020) and Sparking Success (Kogan Page, 2023), the second shortlisted for the Business Book Awards 2024 in the Smart Thinking category Former Executive Director of Thought Leadership and Learning Solutions at London Business School (nearly a decade in post) Former Regional Managing Director (Europe) at Duke Corporate Education, Fuqua School of Business, Duke University Adjunct Faculty at UCL School of Management, Hult Ashridge International Business School and Imperial College Business School Associate of the Møller Institute at Churchill College, University of Cambridge Contributor and interviewee for the Financial Times, Forbes, Fortune, The Guardian, Fast Company and The Sunday Times Biography 80% of CEOs name innovation and creativity among their top three priorities. In the same surveyed organisations, 94% of employees rate their company as poor at both. That gap, between what executives say matters and what their organisations actually produce, is the starting point for most of Adam Kingl’s work. Kingl spent nearly a decade as Executive Director of Thought Leadership at London Business School, then led Duke Corporate Education’s European business as Regional Managing Director. He now teaches at UCL School of Management, Hult Ashridge, Imperial College Business School and the Møller Institute at Churchill College, Cambridge. His material is built and tested inside those programmes before it reaches any commercial audience. Next Generation Leadership (HarperCollins, 2020) grew out of a decade of original research into how Generation Y expects to work and be led. It treats generational change as a management design problem. Kingl’s argument is that the old playbook, built on hierarchy and productivity, produces the disengagement and attrition the same playbook is then used to diagnose. Sparking Success (Kogan Page, 2023), shortlisted for the Business Book Awards in the Smart Thinking category, goes inside the arts. Carnegie Hall, Disney Imagineering, Broadway theatre and the writers’ room of Friends are interviewed on how they produce creative output under commercial pressure. Those habits are then mapped into corporate practice at Pixar, Bosch, Panasonic and Netflix. His advisory work spans the BBC, BP, Disney, HSBC, LVMH, Shell and the European Central Bank. Key speaking topics Generational paradigms in leadership Creativity and creative mindset in business Culture and talent strategy Future of work Leadership and management innovation Executive education and capability building Ideal for CHROs and chief people officers reshaping leadership development for a multigenerational workforce CEOs and executive committees where stated innovation and engagement ambitions are outrunning the culture and talent practices meant to deliver them Boards and executive education programmes investing in next-generation leadership capability Learning and development leaders designing curricula for leadership at mid-career and senior level Audience outcomes A sharper diagnostic for why stated priorities on innovation and engagement keep failing to show up in organisational behaviour A set of creative practices borrowed from arts organisations (including how Pixar, Disney Imagineering and the Friends writers’ room actually work) and a route to adopting them in a corporate setting A clearer read on what younger talent actually expects from work, and which of those expectations are non-negotiable for retention A vocabulary for talking about generational differences in the workplace that avoids the usual folklore about “millennials” and “Gen Z”

Why organisations work with Adam Markel Author of three books on resilience and culture, including the Wall Street Journal bestseller Pivot and Change Proof (McGraw-Hill), with Re-Culture (Post Hill Press, 2026) setting out the WORK WELL TOGETHER framework for rebuilding trust and connection in teams. Leadership audiences get a researched body of work, not a personal story repurposed as advice. Co-Founder and Chief Researcher of WORKWELL, where his work translates resilience research into measurable cultural inputs for senior teams. Operator credibility from 18 years as a trial attorney and a multi-year run as CEO of a professional training business; senior buyers get someone who has run a P&L, not only studied one. His formats are built for application. Drawing on the Re-Culture argument that culture forms through repeated shared practice, sessions are structured to move a leadership team to specific commitments while still in the room. Track record with operating businesses under pressure, including Medtronic and Jack in the Box, working with leadership audiences rather than only HR and L&D. Biography highlights Author of three books on resilience and culture: Pivot (Wall Street Journal bestseller), Change Proof (McGraw-Hill, 2022), and Re-Culture (Post Hill Press, 2026) Co-Founder and Chief Researcher, WORKWELL Host of The Change Proof Podcast TEDx speaker Former CEO of Peak Potentials/New Peaks, a professional training enterprise; previously an 18-year trial attorney Corporate engagements with operating businesses including Medtronic and Jack in the Box Biography Most senior leaders do not have a resilience problem in the wellness sense. They have a decision-quality problem. Repeated restructures, AI rollouts, and cost programmes compound, and the cost shows up in slower judgement long before it shows up in attrition. That is the gap Adam Markel’s work addresses. His framework, set out in Change Proof (McGraw-Hill, 2022), treats resilience as a capacity organisations build into how leaders work, not a personal trait. The earlier Pivot, a Wall Street Journal bestseller, traced the same logic across career and business reinvention. Both sit on top of his research practice at WORKWELL, where he is Co-Founder and Chief Researcher. Re-Culture (Post Hill Press, 2026) extends that work from the individual leader to the team. Its argument is that culture forms through what people repeatedly practise together, and it sets out a framework, WORK WELL TOGETHER, for rebuilding trust in organisations strained by constant change. That argument shapes how he runs a room: sessions are structured so a leadership team leaves with specific commitments it has agreed together. The credibility comes from a layered career. Eighteen years as a trial attorney, a multi-year run as CEO of the professional training business Peak Potentials, and seven seasons as an ocean lifeguard before any of it. That operator history is what senior audiences respond to, and it stays tested against current briefs through the Change Proof Podcast and engagements with operating businesses such as Medtronic and Jack in the Box. Key speaking topics Leadership resilience under sustained change Change Proof: building organisational capacity for uncertainty Re-Culture: designing culture through shared practice Workplace culture, trust, and engagement Leading through restructure and reinvention Burnout prevention in senior teams Ideal for CEOs and executive committees facing repeated change cycles CHROs and people leaders responsible for senior-team resilience Leadership offsites and annual conferences for operating businesses Transformation and change leads owning multi-year programmes Audience outcomes A working definition of resilience as an operating capacity, not a personal trait A diagnostic for where change fatigue is degrading senior decision quality Specific practices for recovery and renewal that fit inside a leader’s working week A frame for translating resilience research into culture and engagement decisions Language to use with their own teams about why this matters now

Why organisations work with Adam Morgan Morgan coined the challenger brand concept in a named, commercially researched framework – the eight challenger credos in Eating the Big Fish – giving organisations a specific strategic vocabulary that has been in active use across global marketing for over two decades. His most recent research project, The Extraordinary Cost of Dull, quantifies in IPA-backed data what strategic sameness actually costs a business: dull communications require up to 2.6× the media spend of interesting ones to generate the same commercial result – a figure that reframes brand strategy as a finance conversation. Where most brand strategists stop at positioning, Morgan extends the argument to internal culture: The Pirate Inside addresses the behavioural and organisational conditions needed to sustain a challenger strategy over time. A Beautiful Constraint gives leadership teams a practical method for treating budgetary and structural limitations as strategic inputs rather than blockers – directly applicable to any growth brief operating under resource pressure. His work sits at the junction of brand strategy, marketing effectiveness, and organisational behaviour – a combination that is unusually rare in a single practitioner. Biography highlights Founder and Chair of eatbigfish, the international challenger brand consultancy Author of Eating the Big Fish (Wiley, 1999; 2nd ed. 2009) – international bestseller, translated into eight languages; coined the term “challenger brand” Author of The Pirate Inside (Wiley, 2004) and co-author of A Beautiful Constraint (2015, with Mark Barden) Former Joint European Planning Director, TBWA\Chiat\Day; TBWA clients included Apple, Absolut, and Sony PlayStation Co-creator of The Extraordinary Cost of Dull – multi-partner research with Peter Field, System1, the IPA, and Dr Karen Nelson-Field Speaker at Cannes Lions International Festival of Creativity 2023 and 2024 Host of the Let’s Make This More Interesting podcast (eatbigfish) Consultancy clients have included IKEA, Unilever, Lexus, and PepsiCo Biography Adam Morgan spent the formative years of his career at TBWA\Chiat\Day, the agency behind Apple’s relaunch, Absolut, and Sony PlayStation. When he left to found eatbigfish in 1997, his question was specific: how do brands with fewer resources than the market leader compete – and win? Eating the Big Fish, published in 1999, answered that question with a named framework: eight challenger credos drawn from research into forty brands that had grown rapidly against dominant incumbents. The book introduced the term “challenger brand” to a global marketing audience, became an international bestseller in eight languages, and established a body of research – The Challenger Project – that has continued to evolve through four further books and three decades of consultancy work. The most recent extension of that work is The Extraordinary Cost of Dull, a research collaboration with Peter Field, System1, the IPA, and Dr Karen Nelson-Field. Analysing IPA Effectiveness Databank data, the project quantifies what strategic sameness costs organisations at the P&L level: brands running dull communications need up to 2.6 times the media investment of those running interesting ones to achieve equivalent commercial returns. The finding moves brand strategy from a marketing conversation into a boardroom one. What makes Morgan’s perspective directly useful to senior leaders is the consistency of the underlying argument across all three registers – strategy (Eating the Big Fish), culture (The Pirate Inside), and resource constraint (A Beautiful Constraint). The thesis is the same in each case: ambition and specificity of point of view are not optional extras for challengers. They are the mechanism. Key speaking topics Challenger brand strategy Differentiation and market positioning Growth under resource constraint The commercial cost of strategic sameness Brand culture and internal challenger behaviour Marketing effectiveness and creative impact Constraint as competitive advantage Ideal for CMOs and marketing leadership teams responsible for brand growth and differentiation CEOs and strategy directors in organisations competing against dominant category incumbents CFOs and senior leadership teams seeking to connect brand investment to commercial return Brand and innovation teams operating under budget or resource pressure Audience outcomes A working definition of challenger strategy – and a clear way to assess whether it applies to their organisation’s current position Familiarity with the eight challenger credos as a practical diagnostic and planning tool A data-backed understanding of what strategic sameness costs in media spend terms, and how to use that argument internally A framework for identifying where organisational constraints can be reframed as strategic advantages rather than blockers Specific behavioural markers of a challenger culture – and how to diagnose whether their organisation has them

Why organisations work with Adrian Gostick His frameworks are grounded in studies of 300,000 and 850,000 workers – giving organisations credible research evidence, not opinion, when making the internal case for culture investment. The Carrot Principle established employee recognition as a direct performance lever, not a morale initiative – a distinction that changes where CHROs and line managers direct their attention. Anxiety at Work reframes workplace stress as a leadership responsibility rather than an individual failing, making it directly actionable for senior leaders managing high-pressure, post-disruption teams. Named to both Thinkers50’s Coaches50 and Marshall Goldsmith’s MG100 Coaches project – a dual validation from the two most credible bodies in management thinking and executive coaching. The Culture Works extends his frameworks into ongoing consulting and training, enabling organisations to embed behaviour change beyond the event itself. Biography highlights Founder of The Culture Works, a global leadership and culture consultancy New York Times #1 bestselling co-author: All In, The Carrot Principle, Leading with Gratitude, Anxiety at Work – 1.5 million+ copies sold in 30 languages Thinkers50 Coaches50 (2025); Global Gurus top-10 in both leadership and organisational culture (2020) Member of Marshall Goldsmith’s MG100 Coaches Pay-it-forward Project Forbes leadership columnist; featured on NBC Today Show, CNN, and CNBC; cited in The Economist, Wall Street Journal, Newsweek, and Fortune Client organisations include American Express, Cisco, Danaher, Merck, Bank of America, and Rolls-Royce Biography Culture change has become one of the most common items on the executive agenda – and one of the most difficult to execute. Adrian Gostick has spent two decades investigating the reason: not that leaders undervalue culture, but that most lack the specific daily behaviours that make it real. Through The Culture Works, he has built that investigation into a body of research that reaches from recognition science to team performance to workplace anxiety. His books provide the empirical foundation. All In drew on a 300,000-person study conducted with Towers Watson, identifying the management practices that create what he calls a “culture of belief” – environments where employees commit fully and performance follows. The Best Team Wins extended that research to 850,000 work teams, isolating the leadership disciplines that determine whether collaboration produces results or friction. The Carrot Principle made the business case for recognition as a measurable driver of engagement and retention. Anxiety at Work reframed stress as a leadership issue, not an individual one. Gostick writes regularly on leadership strategy for Forbes and has been featured on NBC’s Today Show, CNN, and CNBC. His research has been cited in The Economist, Wall Street Journal, Newsweek, and Fortune. In 2025 he was named to Thinkers50’s inaugural Coaches50 list; he is also a member of Marshall Goldsmith’s MG100 Coaches project. His consulting and advisory work spans American Express, Cisco, Danaher, Merck, Bank of America, and Rolls-Royce – organisations that have used his frameworks to move culture from aspiration to operational discipline. The Culture Works model means that engagement with his ideas does not have to end when the keynote does. Key speaking topics Organisational culture and culture change Employee engagement and recognition High-performance teams Leadership behaviour and accountability Workplace anxiety and psychological safety Gratitude and motivation in leadership Resilience under pressure Ideal for CHROs and People leaders designing engagement and culture strategy CEOs and executive teams seeking to align culture with business performance Leadership development programme directors and transformation leads Organisations undergoing post-merger integration, rapid growth, or cultural reset Audience outcomes A research-grounded case for treating recognition as a performance lever, not a perks programme Specific leadership behaviours that close the gap between stated organisational values and daily management practice Practical frameworks for reducing workplace anxiety and building team resilience without retreating from accountability Insight into how high-performing organisations use psychological safety and clear expectations together Tools for translating culture strategy into measurable changes in engagement and team output

Why organisations work with Alessandra Dabul A board chair and M&A lawyer who has spent three decades inside cross-border deals, so her ESG perspective lands as governance and diligence content, not as advocacy. President of the Board at Gavea Angels and board member at AmCham Brasil, giving her a working line of sight into how investors and corporates in Latin America are actually pricing ESG into capital decisions. Brings the rare combination of IBGC corporate governance certification with executive education in Sustainable Capitalism at UC Berkeley Law and Sustainable Business Strategy at Harvard Business School, applied to live private and public company boards. Speaks fluently in English and French to international audiences, with deep specificity on the Brazil and broader Latin American context that most global ESG speakers cover only thinly. Founding partner of two Brazilian firms focused on M&A and family business governance, which gives her credibility on succession, owner transitions, and the ESG questions that surface during ownership change. Biography highlights Founding partner of Pereira, Dabul Advogados and of RCA Governanca e Sucessoes, both Brazil-based firms. President of the Board at Gavea Angels, one of Brazil’s longest-standing angel investor networks. Board member at AmCham Brasil and member of Women Corporate Directors Brazil Chapter. Former director at Deloitte and senior manager at KPMG, with prior leadership at EY in southern Brazil. Masters and PhD in Economic Law and Social and Environmental Law; IBGC corporate governance certification. Executive education in Sustainable Capitalism and ESG at UC Berkeley Law, and in Sustainable Business Strategy at Harvard Business School. Biography Most boards in emerging markets are still treating ESG as a reporting exercise. The directors who have lived through cross-border M&A know the cost of that posture. Diligence opens up environmental liabilities, governance gaps, and labour exposures that were invisible in the management deck, and the deal repricing happens in the room. Alessandra Dabul has spent close to thirty years inside that room. She built her career advising European, North American, and Canadian corporates entering Brazil through acquisition, first as a director at Deloitte and senior manager at KPMG, with earlier leadership at EY, and now as founding partner of Pereira, Dabul Advogados and of RCA Governanca e Sucessoes. The second firm reflects the part of her practice focused on family business succession, where ownership transitions surface governance and ESG questions that cannot be deferred. Her board work runs in parallel. She is President of the Board at Gavea Angels, one of Brazil’s longest-standing angel investor networks, and a board member at AmCham Brasil. She holds IBGC corporate governance certification and has completed executive education in Sustainable Capitalism at UC Berkeley Law and Sustainable Business Strategy at Harvard Business School. The combination matters because the substance of ESG governance, as she frames it, is whether the board can defend a capital allocation, a deal, or a succession decision when it is questioned by an acquirer, a regulator, or a limited partner. That is the conversation she brings into the room: ESG as a discipline of decision, tested against the realities of M&A, board accountability, and investor capital in a Latin American market that does not yet have the regulatory scaffolding of Europe, but increasingly has the scrutiny. Key speaking topics ESG governance for boards and investment committees Sustainable business strategy in emerging markets Corporate governance and board effectiveness Cross-border M&A and post-acquisition integration in Latin America Family business succession and ownership transitions Angel investment and early-stage capital in Brazil Ideal for Boards and audit committees of multinationals with Brazilian or Latin American operations Chief sustainability officers and general counsel managing ESG diligence and reporting Private equity, venture capital, and angel investor networks pricing ESG into deal flow Family business owners and family office leadership facing succession or governance reform Audience outcomes A clearer view of the specific ESG questions that surface in cross-border M&A diligence, and how to answer them at board level. A working framework for distinguishing ESG narrative from ESG governance, with examples from Brazilian and Latin American board practice. Practical reference points on how angel investor networks and corporate boards are integrating ESG into capital decisions today. A grounded perspective on family business succession, including where ownership transitions create governance risk.

Why organisations work with Alex Polizzi She has walked into more than a hundred real struggling businesses on camera and named exactly what was failing – her credibility is documented and specific, not theoretical. Audiences working on customer experience get something rare: an operator who can describe the gap between management assumption and customer reality from both sides of the front desk. Her commercial advice carries a weight most speakers cannot match – she applies the same standards to The Polizzi Collection’s three boutique hotels as she applies to the businesses she advises, with her own balance sheet as the test. Her BBC Two series The Fixer took her diagnostic approach beyond hospitality into retail, manufacturing, and food service – making her relevant to any audience grappling with family-run or founder-led business performance, not only hotels. She founded and scaled Millers Bespoke Bakery from start-up to a supplier of Selfridges, Harvey Nichols, and Fortnum & Mason, giving her genuine entrepreneur-to-operator credibility that extends beyond the family hospitality dynasty. Biography highlights Presenter of Channel 5’s The Hotel Inspector since 2008 – nineteen-plus series visiting and turning around struggling British hospitality businesses Presenter of BBC Two’s The Fixer (four series, 2012-2015) – extending the business turnaround model to family enterprises across retail, manufacturing, and food Co-owner and active operator of The Polizzi Collection: Hotel Tresanton (Cornwall), Hotel Endsleigh (Devon), and The Star, Alfriston (East Sussex, opened 2021) Trained at the Mandarin Oriental, Hong Kong; worked for Marco Pierre White at the Criterion, London; held operational roles across Rocco Forte Hotels in Cardiff, Rome, and St Petersburg Read English at St Catherine’s College, Oxford Co-founded Millers Bespoke Bakery; grew to supply Selfridges, Harvey Nichols, and Fortnum & Mason Author, Alex Polizzi’s Little Black Book of Hotels (2010) Granddaughter of Lord Forte; mother is Olga Polizzi CBE, Director of Design at Rocco Forte Hotels Biography Most owners of service businesses are certain they know what their customers experience. Nineteen series of Channel 5’s The Hotel Inspector suggest otherwise. Alex Polizzi has spent more than fifteen years walking into struggling British hotels and family enterprises and naming, clearly, what the management cannot see from the inside. Her authority comes from two directions. She trained at the Mandarin Oriental in Hong Kong, worked for Marco Pierre White at the Criterion, and held operational roles across Rocco Forte Hotels in Cardiff, Rome, and St Petersburg. She also co-founded Millers Bespoke Bakery with her then-partner Marcus Miller – building it from a start-up to a supplier of Selfridges, Harvey Nichols, and Fortnum & Mason. She read English at St Catherine’s College, Oxford. That experience extends to The Polizzi Collection, three boutique hotels she co-owns and actively operates with her mother, the designer Olga Polizzi: Hotel Tresanton in Cornwall, Hotel Endsleigh in Devon, and The Star in Alfriston, East Sussex. Her advice to other businesses carries the weight of someone whose own commercial performance depends on the same standards she applies elsewhere. For BBC Two’s The Fixer (four series, 2012-2015), she extended the same diagnostic lens beyond hotels to family businesses in retail, manufacturing, and food – demonstrating that the tension between conviction and commercial reality is not a hospitality problem alone. The granddaughter of Lord Forte, she brings both the heritage of a three-generation hotel dynasty and the independence of someone who has built and operated alongside it on her own terms. Key speaking topics Hospitality leadership and operational improvement Business turnaround in service and family-run enterprises Customer experience and service standards Commercial positioning for independent and boutique businesses Entrepreneurship and scaling founder-led businesses Recruitment and performance in service industries Family business dynamics and succession Ideal for Hospitality industry conferences and hotel association events Family business forums and owner-managed business summits Customer experience and service excellence programmes (cross-sector) SME and entrepreneurial leadership events where founder perspective is central Audience outcomes A clearer framework for diagnosing the gap between what a business intends to deliver and what customers actually receive Practical understanding of the operational and cultural patterns that drive underperformance in service businesses Insight into how service standards, staff performance, and commercial positioning interact – and which lever to pull first Perspective on the specific challenges of running or advising family-owned enterprises, including how personal loyalty can mask business-critical problems Grounded confidence that improvement in service and commercial performance is achievable through process discipline, not wholesale transformation

Why organisations work with Alexandra Shulman She ran British Vogue for a quarter of a century across three recessions and the collapse of the print advertising model, and can speak with evidence about what protects a consumer brand’s authority through structural change. She has first-hand judgement on the fashion and luxury economy that organisations rarely access at this level, including on body image, diversity on the cover, and the commercial consequences of editorial choices. Her work on the Vogue centenary issue with the Duchess of Cambridge, documented by BBC Two, is a case study in how a legacy title uses a single moment to reset its cultural position. As a monthly Business of Fashion columnist and Mail on Sunday writer, she has a continuing, named public record on industry shifts, so audiences get a point of view grounded in current analysis, not reminiscence. Her three books, including the Sunday Times bestseller Clothes and Other Things That Matter, give her a body of published work on women, consumer culture, and the business of appearance that goes beyond the editor role. Biography highlights Editor-in-Chief, British Vogue, 1992 to 2017, the longest-serving editor in the title’s history. Editor of British GQ, 1990 to 1992, before moving to Vogue. CBE (2018) for services to fashion journalism; OBE (2005) for services to the magazine industry. Author of Inside Vogue: A Diary of My 100th Year (2016) and the Sunday Times bestseller Clothes and Other Things That Matter (Cassell, 2020), alongside two novels. Monthly columnist, The Business of Fashion, from 2017; regular columnist, The Mail on Sunday. Subject of the BBC Two documentary Absolutely Fashion: Inside British Vogue (2016). Strategic advisor to the online fashion marketplace Atterley. Biography British Vogue was a profitable but narrow title when Alexandra Shulman took it over in 1992. Over the next 25 years, she grew monthly circulation to around 200,000, ran the magazine through three recessions, and held its cultural authority as the advertising base of print magazines collapsed around it. When she left in 2017, she had edited more issues of British Vogue than anyone in its history. The commercial case for her voice starts there. The work was not only editorial. It was running a consumer brand at the top of a crowded category, deciding every month which photographers, writers, models and stories earned the cover, and taking the commercial consequences. Her 2009 open letter to fashion houses, pushing back on sample-size-only clothes and the implications for body image on the page, is one example of an editorial call with direct business and cultural weight. Since leaving Vogue, she has kept a continuing public record on the industry as a monthly columnist for The Business of Fashion and as a Mail on Sunday writer. Her books include the diary-memoir Inside Vogue: A Diary of My 100th Year, written around the magazine’s centenary, and Clothes and Other Things That Matter, a Sunday Times bestseller that reads the wardrobe as a way into questions about work, ambition, ageing, and the female consumer. She was appointed OBE in 2005 and CBE in 2018. She advises the online fashion marketplace Atterley. The BBC Two documentary Absolutely Fashion: Inside British Vogue filmed her in 2016 assembling the centenary issue with the Duchess of Cambridge on the cover, a piece of work now used as a reference point for how legacy titles use a single edition to reset their place in the culture. Key speaking topics Brand authority in consumer media and luxury Creative leadership and long-tenure editorial judgement The business of fashion and the luxury economy Women, work, and the culture of appearance Body image, diversity, and the responsibility of the page Reinvention after a long institutional career Ideal for CMOs and brand leaders in luxury, beauty, retail, and consumer media Boards and executive teams of cultural or heritage brands working through audience and format change CHROs and leadership development programmes focused on long-tenure creative leadership and succession Conferences on women in business, consumer culture, and the creative industries Audience outcomes A named insider’s read on how fashion and luxury actually make commercial decisions. A working definition of brand authority that holds up across a generational shift in media. A clearer view of the trade-offs between editorial point of view and commercial reach. A usable perspective on long-tenure creative leadership: how to stay current, when to change, when to hold. A frank account of reinvention after a defining role, drawn from her own post-Vogue work.

Why organisations work with Alf Rehn His central argument runs against the grain of the innovation industry: that most of what organisations call innovation is performance, not practice – and that rebuilding the real thing requires dismantling the very frameworks many have paid consultants to install. Innovation for the Fatigued (Kogan Page) provides a named, publishable framework – “deep innovation” – that gives leadership teams a vocabulary to diagnose and address innovation theatre without discarding ambition. His current research at SDU’s Center for Organizational Datafication and its Ethics in Society gives him a credible, peer-reviewed lens on how AI and algorithmic systems are reshaping management and innovation decisions – a perspective grounded in data, not trend commentary. Having held chairs at three universities across Finland, Denmark and Sweden, and served on the board of a billion-dollar corporation, he operates across the researcher-practitioner boundary in a way that is rare in the innovation speaking space. His Thinkers50 Guru Radar inclusion (2016) and coverage in the Financial Times, The Sunday Times and Harvard Business Review give buyers a named, verifiable body of external endorsement to anchor the engagement. Biography highlights Professor of Innovation, Design and Management, University of Southern Denmark Head of the Center for Organizational Datafication and its Ethics in Society, SDU – researching AI’s effects on management, innovation and algorithmic ethics Previously held the Chair of Management and Organisation at Åbo Akademi University, Finland; and a professorship in Innovation and Entrepreneurship at KTH Royal Institute of Technology, Sweden Named to Thinkers50 Guru Radar (2016) – listed among “the 30 management thinkers most likely to shape the future of management” Author of Innovation for the Fatigued (Kogan Page) and Dangerous Ideas – the latter translated into eight languages Featured in the Financial Times, The Sunday Times and Harvard Business Review; over 1,000 keynotes delivered across five continents Biography Alf Rehn has spent much of his academic career making the same uncomfortable argument: that organisations are not suffering from a lack of innovation, but from an excess of innovation theatre. His book Innovation for the Fatigued, published by Kogan Page, names this problem directly – and his concept of “deep innovation” offers a framework for distinguishing creative cultures that produce real output from those that have learned to imitate one. That critique has weight because of where it comes from. Rehn holds a chair in Innovation, Design and Management at the University of Southern Denmark, where he also leads the Center for Organizational Datafication and its Ethics in Society – a research unit examining how AI and algorithmic technologies are changing the way executives, engineers and managers make decisions. He has previously held professorships at Åbo Akademi University in Finland and KTH Royal Institute of Technology in Sweden, combining research across critical management studies, creativity and organisational theory. His earlier book Dangerous Ideas – translated into eight languages – argues that the ideas organisations most need are precisely the ones they are instinctively disposed to dismiss. Together, the two books form a coherent intellectual position: that genuine innovation requires not better processes but the courage to engage with what is uncomfortable, inconvenient and structurally difficult. Named to the Thinkers50 Guru Radar in 2016 and covered by the Financial Times, The Sunday Times and Harvard Business Review, Rehn engages boards and executive teams on the strategic gap between innovation ambition and innovation reality – and on how emerging technologies, including AI, are creating new versions of the same problem. Key speaking topics Innovation strategy and organisational creativity Innovation fatigue and deep innovation Creative cultures and their destruction Dangerous and unconventional ideas in business AI, datafication and ethics in management Leadership paradox and contradictory demands on leaders Scenario planning and taboo futures Contrarian and critical thinking in strategy Ideal for Chief Innovation Officers and strategy leads seeking to audit and rebuild innovation culture Executive leadership teams who have invested in innovation programmes with limited return Boards and C-suite audiences examining how AI is reshaping organisational decision-making CHROs and transformation leads working on the cultural conditions for sustained creativity Audience outcomes A clearer diagnostic for distinguishing genuine creative capacity from performative innovation activity Practical language and frameworks from Innovation for the Fatigued to challenge and rebuild internal innovation practice A more rigorous approach to unconventional and uncomfortable ideas, informed by the argument of Dangerous Ideas Familiarity with how AI and algorithmic systems are reshaping management decisions, grounded in current academic research A more honest account of what leadership under contradictory demands actually requires – and how to navigate it without resolving it

Why organisations work with Dr Alison Edgar MBE The intrapreneurship methodology addresses a specific organisational failure: talent hired to think and then trained to execute. It gives teams ownership inside the existing structure without asking for a reorg. Operator before author. She built her career inside Yell during the Yellow Pages collapse, founded her own training business in 2011, and advises UK government on small business policy. The frameworks on stage were built for a business she was running at the time. The work sits in the mechanics of accountability. The Intrapreneur Mindset and her Big Balls® prioritisation framework give managers a shared language for ownership and follow-through that outlasts the keynote. Designed to land in mixed rooms. Leaders, managers, and front-line teams leave a session with the same vocabulary and the same expectations, which matters when a change programme needs to move through every layer of the business. The back-story does work that a CV can’t. Clydebank council flat, undiagnosed dyslexia, no school qualifications, MBE in 2020, honorary doctorate in education from Bournemouth University in 2024. Senior leaders and front-line staff end up listening to the same talk for different reasons. Biography highlights Founder and Managing Director of SMASH IT!® Training. Appointed MBE in 2020 for services to small business. Awarded an Honorary Doctorate in Education by Bournemouth University, 2024. Author of Secrets of Successful Sales (WHSmith Top Ten business book; named by The Independent in 2019 among the top business books written by a woman) and SMASH IT! The Art of Getting What YOU Want. Named one of the UK’s Top 10 Business Advisers by Enterprise Nation; TEDx speaker; business expert on The Apprentice: Unfinished Business; regular contributor to BBC Breakfast and BBC Radio. Clients include Sky, Discovery Channel, EasyJet, the NHS, the European Commission, Louis Vuitton Moët Hennessy, CBRE, Specsavers, Currys, St James’s Place, Porsche and Renault. Biography Most change programmes are written to land in the boardroom. The work of making them stick sits three layers below, in the everyday decisions that keep standards consistent when the strategy slides have been filed away. That gap is where Alison Edgar does her work. SMASH IT!® Training was founded after twenty-five years in corporate sales at BT and Yell. The Yell years were the formative ones. She watched Yellow Pages, once a fixture in almost every UK home, lose its market because the leadership chose not to react to Google. Before that came an earlier career managing hotels in Cape Town and Sydney. The training business grew into something broader than sales. At the centre of the work today is the Intrapreneur Mindset: Edgar’s term for what it looks like when employees think and decide like owners inside a large organisation. The Big Balls® framework sits alongside it, giving managers a prioritisation language for work that all feels equally urgent. Clients include Sky, Discovery Channel, EasyJet, the NHS, the European Commission and Louis Vuitton Moët Hennessy. The credibility behind the frameworks is unusually well-documented. She was named one of the UK’s Top 10 Business Advisers by Enterprise Nation, appointed MBE in 2020 for services to small business, and awarded an honorary doctorate in education by Bournemouth University in 2024. Two books sit on the record: Secrets of Successful Sales, named by The Independent in 2019 among the top business books written by a woman, and SMASH IT! The Art of Getting What YOU Want. She is a regular BBC contributor, including as a business expert on The Apprentice: Unfinished Business, and is quoted across The Telegraph, The Guardian and The Sunday Times. The practical test of any speaker for a serious organisation is what survives the following Monday. Alison Edgar is booked repeatedly by Sky, the NHS and the European Commission because the language she gives a room keeps showing up in meetings weeks later. Key speaking topics Leadership accountability Leading change and change fatigue Intrapreneurship and ownership culture Standards and everyday execution Customer experience and service culture High-performance teams Sales leadership and commercial behaviour Ideal for Senior leaders accountable for consistent performance across transformation programmes. CHROs and CPOs building accountability and standards in hybrid or multi-site organisations. Commercial and sales leaders looking to raise conversion through team behaviour without expanding headcount. Organisations running large all-hands or leadership off-sites where the same message needs to reach the C-suite and the front line. Audience outcomes A working definition of accountability that lives in everyday behaviour and survives the next restructure. The Big Balls® prioritisation framework applied to real work, so teams stop treating every task as equally urgent. A shared language across leaders, managers and front-line staff for ownership and consistent standards. Intrapreneurship tools that let employees act like owners inside the existing structure. Language and tools for handling change fatigue, including what to do when a team has already checked out of the next transformation.

Why organisations work with Amy Carroll She works on the specific moments leadership training usually skips: board challenges, negotiations that stall, team conversations that tip into defensiveness. Leaders leave with something they can apply on Monday, not a model to file. Her 7 Partner Mindset methodology, built on the licensed Predator, Prey or Partner model from Pat Kirkland Leadership, gives executives a usable vocabulary for power dynamics most leaders feel but cannot name. The client list runs through organisations that do not buy soft skills lightly: Nestle, Novartis, Cisco, UBS, Ernst and Young, the World Economic Forum, the United Nations, the European Stability Mechanism. Thirty years across psychology, executive coaching, and psychiatric and managed-care settings give her range on human behaviour that communications trainers rarely carry. Recognition from Global Gurus, including a Top 20 position in the Communication category, places her among a small group of named practitioners in the field. Biography highlights Author of The Ego Tango: How to Get More of What You Want More Often with Less Hassle, Using These 7 Partner Mindset Techniques Host of Partner Up! with Amy Carroll on VoiceAmerica Business Channel, available on Apple Podcasts and Spotify Ranked among Global Gurus’ Top 30 Communication Professionals, placing #18 in 2023 Professional Certified Coach (PCC) and Master Practitioner of Neuro-Linguistic Programming, with a BA in Psychology Coaching and training clients include Nestle, Novartis, Microsoft, Cisco, UBS, Ernst and Young, Procter and Gamble, Medtronic, the World Economic Forum, the United Nations, and the European Stability Mechanism Licenses the Predator, Prey or Partner model from Pat Kirkland Leadership Inc. and built the 7 Partner Mindset methodology on top of it Biography Most leadership failures happen in conversation. A board member challenges an assumption and the chief executive concedes ground she should have held. A senior partner pushes harder than the client will accept. A team leader in a performance review slips from clarity into apology. The cost is rarely dramatic, but it compounds, and it sits outside what strategy decks or standard communications training address. Amy Carroll works on that gap. Her 7 Partner Mindset methodology, built on the licensed Predator, Prey or Partner model from Pat Kirkland Leadership, gives executives a working vocabulary for the power dynamics they feel in the room but cannot usually name. The framework draws from three decades in psychology, executive coaching, and earlier work in psychiatric and managed-care settings, which is a wider behavioural base than most communications coaches bring. Her book, The Ego Tango, sets out the methodology through cases from the workshops she runs with multinational clients. The client list is instructive: Nestle, Novartis, Cisco, UBS, Ernst and Young, Medtronic, the World Economic Forum, the United Nations, the European Stability Mechanism. These are organisations where a senior leader’s composure under challenge is a measurable commercial asset. She hosts Partner Up! with Amy Carroll on VoiceAmerica Business Channel, and has been named among Global Gurus’ Top 30 Communication Professionals, including a Top 20 placement in 2023. The recognition is useful context; the substance is the work itself, which is a repeatable method for holding authority when the stakes rise. Key speaking topics Leadership communication under pressure Power and influence in senior conversations Executive presence and authority High-stakes negotiation dynamics Emotional intelligence for senior leaders Storytelling and persuasion in business Coaching culture and leadership development Ideal for C-suite and senior leadership teams preparing for board, investor, or regulator-facing conversations Partners and client-facing leaders in professional services and financial services HR and Learning leads building executive development programmes Senior women navigating authority in traditionally male-dominated rooms Audience outcomes A named vocabulary for the power dynamics that sit beneath difficult conversations, so leaders can diagnose what is happening in the moment Specific techniques from the 7 Partner Mindset model to stay composed when challenged and to influence without escalating A sharper read on their own default patterns under stress, including where they concede and where they overreach Language for feedback, negotiation, and disagreement that holds authority without damaging the relationship A practical sense of how senior presence is built through behaviour, not positioning

Why organisations work with Amy Edmondson She is the original source of the psychological safety research now cited by Google, the NHS, and most leading management programmes, not a downstream interpreter of it. Her frameworks come from two decades of field research inside hospitals, manufacturing plants, and Fortune 500 teams, not from theory or anecdote. She translates an idea that leaders often misread as softness into operational language about error rates, learning speed, and innovation throughput. Her Right Kind of Wrong work gives executives a practical taxonomy of failure types, separating the failures organisations should prevent from the failures they should encourage. Thinkers50 ranked her the world’s number one management thinker in both 2021 and 2023, which signals her standing among the practitioners and academics buyers most respect. Biography highlights Novartis Professor of Leadership and Management, Harvard Business School. Ranked #1 on the Thinkers50 global ranking of management thinkers in 2021 and 2023. Winner of the Financial Times and Schroders Business Book of the Year 2023 for Right Kind of Wrong. Author of seven books, including The Fearless Organization, Teaming, and Right Kind of Wrong. Recipient of the Thinkers50 Breakthrough Idea Award (2019) and Talent Award (2017). PhD in Organizational Behavior, AM in Psychology, AB in Engineering Sciences, Harvard University. Biography The most expensive errors inside large organisations are rarely caused by people who do not know what to do. They are caused by people who know, and choose not to say. Decades of research at Harvard Business School have made that pattern visible, and have given senior leaders a vocabulary for it: psychological safety. Amy Edmondson built that vocabulary. As Novartis Professor of Leadership and Management at Harvard Business School, she has spent more than twenty years studying teams in hospitals, manufacturing operations, technology firms, and government. Her 1999 paper in Administrative Science Quarterly is the academic anchor for an idea now used inside Google’s people analytics, NHS quality improvement work, and most credible executive education curricula. The work has expanded from a single concept into a coherent body. Teaming examined how cross-functional groups learn fast enough to keep up with the work in front of them. The Fearless Organization gave leaders a step-by-step model for making honest contribution the norm, not the exception. Right Kind of Wrong, which won the Financial Times and Schroders Business Book of the Year in 2023, separates the failures organisations should engineer against from the failures they should be willing to commission. Thinkers50 has ranked her since 2011 and named her the world’s number one management thinker in 2021 and again in 2023. That recognition matters because it tracks how often working executives, not academics, cite her frameworks when they describe what they are trying to change inside their own organisations. Key speaking topics Psychological safety and team performance Learning from intelligent failure Teaming in cross-functional and high-stakes work Leadership in high-reliability environments Organisational learning Innovation cultures and candour Leading through error and recovery Ideal for C-suite and board audiences in healthcare, aviation, financial services, and other high-stakes industries CHROs and chief learning officers redesigning culture and capability programmes Heads of innovation and R&D leaders building teams that need to fail intelligently Executive education and leadership development cohorts inside large organisations Audience outcomes A working definition of psychological safety that separates it from comfort, niceness, or lowered standards A taxonomy of failure types that leaders can apply to their own portfolio of decisions Specific leader behaviours that increase the rate at which problems surface early A clearer language for talking about error, candour, and accountability inside the organisation Evidence-based responses to the common executive objection that psychological safety reduces performance pressure

Why organisations work with Andrew Grant His central argument – that the organisational push to innovate faster actively undermines the creative capacity required for innovation – inverts the standard case most leadership teams are making internally, and is backed by three decades of research across more than 40 cultures. The Innovation Climate Indicator (iCLi) and Dynamic Polar Positioning (DPoP) tool give leadership teams validated instruments to assess their actual innovation readiness – scored diagnostic outputs, not a conceptual model to discuss. His books draw on the concept of “creativogenic cultures” – the specific conditions under which creativity can survive organisational pressure – giving the cultural argument cross-cultural evidence that few other innovation speakers can produce. Clients including Google, Goldman Sachs, Boeing, Disney, PwC, and Salesforce have engaged Tirian at C-suite and country manager level, not just for conference keynotes – the repeat and depth of engagement reflects the consultancy proposition, not the speaker circuit. As a facilitator for Duke University Corporate Education and consistently the top-rated speaker at YPO (9.6/10) and APEC CEO Summit, Grant operates credibly across executive development, board-level strategy conversations, and large-scale conference formats. Biography highlights Founder and director of Tirian Innovative Solutions, an international innovation and culture consultancy Co-author of Who Killed Creativity?…And How Do We Get It Back? (Wiley, 2012), an international bestseller, and The Innovation Race: How to Change a Culture to Change the Game (2016) Developer of the Innovation Climate Indicator (iCLi) and Dynamic Polar Positioning (DPoP) tool – validated instruments for assessing innovation readiness and leadership ambidexterity TEDx speaker; opening keynote at the Young Presidents’ Organization (YPO) Global Leadership Conference; keynote speaker at the APEC CEO Summit, Danang Educator and facilitator for Duke University Corporate Education; top-rated YPO global facilitator (9.6/10) Featured in Harvard Business Review, Fast Company, the Wall Street Journal, BBC, Reuters, and ABC TV; clients include Google, Goldman Sachs, Boeing, Disney, PwC, and Salesforce Biography Most organisations treat innovation and creativity as interchangeable – investing in sprints, programmes, and processes designed to produce new output faster. Andrew Grant’s research, conducted across more than 40 cultures over three decades, points to a different problem: the management behaviours used to accelerate innovation are measurably suppressing the creative thinking that makes innovation possible. His co-authored book Who Killed Creativity? names the specific culprits – seven “creativity killers” that emerge under organisational pressure – and maps the conditions required to reverse the decline. Grant founded Tirian to convert that research into tools leadership teams can actually use. The Innovation Climate Indicator (iCLi) profiles a team’s innovation readiness against validated criteria. The Dynamic Polar Positioning (DPoP) tool helps organisations surface the leadership paradoxes – between speed and stability, exploration and execution – that determine whether a creative culture can be sustained under commercial pressure. The output is a management conversation grounded in data, not a framework to be filed after the conference. His second book, The Innovation Race, extends the argument through cross-cultural evidence, examining which societies and organisations have built genuinely enduring innovation capacity – and why. Developed in collaboration with Dr. Gaia Grant, whose PhD research at the University of Sydney Business School provides the academic foundation, the book identifies cultural prerequisites that most innovation investment bypasses entirely. Clients including Google, Goldman Sachs, Boeing, and PwC have engaged Tirian at C-suite level to work through those prerequisites in practice. Grant has delivered the argument at the APEC CEO Summit, the YPO Global Leadership Conference, and through Duke University Corporate Education. His sessions consistently receive the highest ratings at international forums – a pattern most visible in leadership teams navigating the specific tension between the urgency of digital change and the creative culture their strategies ultimately depend on. Key speaking topics Innovation culture and creativogenic conditions The creativity-innovation paradox Leadership behaviours that enable or block creative thinking Organisational culture diagnosis and transformation Innovation readiness assessment and diagnostics Collaborative intelligence in competitive environments AI adoption and the leadership paradoxes of digital change Ideal for CEOs and senior leadership teams investing in innovation capability and not seeing returns on that investment CHROs and culture leads responsible for diagnosing the conditions that either enable or suppress creative thinking Strategy and transformation leads managing the tension between innovation acceleration and organisational stability Corporate learning and development functions building innovation leadership programmes for senior executive cohorts Audience outcomes A specific diagnosis – through the iCLi and DPoP tools – of where their organisation currently sits on the creativity-to-innovation continuum Understanding of the four key innovation paradoxes that shape leadership decision-making under pressure, and how to navigate them without defaulting to either extreme A reframe of what innovation investment should target – cultural conditions rather than programme outputs – that shifts how senior leaders plan and measure culture change Identification of the specific leader behaviours that either enable or shut down creative thinking in teams under pressure Clarity on the distinction between creativity and innovation – and why conflating them is one of the most common reasons innovation programmes underperform